Infrastructure is an important area for expanding Korea- India cooperation. With the Indian government continuing to expand its investment in infrastructure, India’s market potential is high. Infrastructure development is an important factor in supporting Korean companies as a partner to foster India’s manufacturing industries, which is what India needs most at the moment. Moreover, the participation of Korea in infrastructure projects is an effective way to enhance its national image in India. As the Korean government is expected to make a bilateral EDCF framework agreement with India, this study aims to contribute to expanding Korea-India infrastructure cooperation, especially with a focus on EDCF.

Chapter 2 analyses the infrastructure development plans of the Indian government. The Indian government recognises infrastructure as a key driver of economic growth and is promoting a comprehensive infrastructure policy centred on the National Industrial Corridor Development Programme. Infrastructure development in India is important for promoting the growth of manufacturing, securing national connectivity, stabilising water resources, and diversifying energy sources, ultimately leading to an improvement in national income and a reduction in income inequality.

The third Modi adminstration maintains policy continuity by allocating 11 trillion rupees, equivalent to 3.4% of GDP, to the infrastructure sector in the 2024/25 budget. The Indian government is actively promoting private and foreign investment through a trinity structure consisting of PM Gati Shakti, the National Infrastructure Pipeline (NIP), and the National Monetisation Plan (NMP). This is evident in the state-level infrastructure development plans, with roads, railways, ports, energy transition, power supply, and water resources/management at the core of their development plans.

In Chapter 3, the current activities and plans (demand) for infrastructure development in India are analysed on a project basis. As of July 2024, a total of 14,923 investment projects are underway, with 10,357 projects in major infrastructure sectors such as transportation, telecommunications, electricity, industrial complex public infrastructure, and water resources. By sector, the largest number of projects, 5,560, are concentrated in the transportation sector, followed by 3,110 in the water sector, 1,117 in the power sector, and 531 projects in the industrial complex.

In India, there are currently about 1,000 major infrastructure projects in the planning stage. Uttar Pradesh has many projects in the railway sector, while Maharashtra is planning projects centered in railway and logistics infrastructure, and water and environmental management. Gujarat is now focusing on water and environmental management. In West Bengal, 149 projects are in the planning stage for the road sector alone, and there are many plans in the railway, urban public transport, power generation, industrial complex, and water and environmental management sectors. Rajasthan is focusing upon railway and power projects, and Haryana has many railway projects. In Tamil Nadu, there are projects planned, especially in the aviation, urban public transport, power generation, industrial complex, and water management sectors. In Andhra Pradesh, many projects are planned in the sectors of roads, railways, urban public transport, industrial complexes, and water resources. Karnataka has major projects in the sectors of roads and water resources management.

Chapter 4 analyses the ODA strategies and cases of Japan, Germany, France, and EU for infrastructure in India. They have established ODA strategies focusing upon the infrastructure sector. More than 90% of their ODA are concessional loans. They prioritise untied loans, but also adopt tied loans. For example, Japan is providing tied loans in railways. These countries focus their support on areas that align with their own ODA strategies. Japan takes programme-oriented approaches rather than participates in individual projects, while Germany and France tend to focus on individual projects through ODA policies that are segmented by field.

Institutional and policy cooperation is an important part of infrastructure ODA. For example, Japan is working with the union and state governments of India to supplement the overall systems and policies. It also work closely with their own companies in infrastructure development projects to identify challenges in the project, collect opinions, and design the project so that its own companies can benefit. A common problem in infrastructure ODA projects in India are the delay of the project period.

Chapter 5 identifies the potential for Korean companies in India through surveys and interviews. Korean companies have shown strong performance in industrial facilities such as thermal power plants, oil refineries, and chemical plants. They positively evaluate India’s high growth potential and show strong potential for high-value projects such as high-speed railways, sea bridges, and port development, etc. Korean companies cited India’s complex administrative procedures and strong competition as major constraints. They are keenly aware of the need to mitigate administrative risks and secure financing in India.

Chapter 6 presents policy recommendations for expanding Korea-India infrastructure cooperation. As a latecomer in development cooperation with India, Korea’s ODA for India’s infrastructure needs to be carried out in consideration of India’s strategic importance as a market as well as production base. In particular, the EDCF should be prioritised to promote Korea’s investment in India. However, rather than pursuing infrastructure projects in India from the perspective of short-term profits, Korea should make diverse project portfolios that meets the needs of India so that build a relationship of trust between the two countries.

When identifying infrastructure projects in India, it is necessary to find some states to cooperate with and to closely contact them. The areas that have been prominent in India’s recent infrastructure development plans are roads, railways (including metros), ports, energy conversion and power supply, and water resources/water management; they are reflected in infrastructure projects that are underway or planned. It is necessary to proactively present to India the areas where Korea has a technological advantage, centering on areas above mentioned.

In addition to the financial scale, the ‘plus’ factors such as knowledge sharing and technical cooperation are important in the ODA for India. In other words, it is necessary to discover a package project that covers consulting for development, programme loans for policy development, construction projects, technical cooperation, etc. To promote such comprehensive projects, Korean government need to combine the ODA tools of each ministry in a single project.

Korea has to enhance India’s understanding of Korea’s technological competitiveness in the infrastructure sector. It is necessary to invite India’s top-level decision makers such as the state prime minister and high-level officials to conduct workshops and field trips. In addition, partnerships should be promoted between Indian union or state-level institutions and Korean institutions in key areas, which will help understand India’s needs and secure local partners.

Efforts should be made to participate in projects from the planning stage. This will reduce the risk of the project and contribute to the discovery of projects in which the interests of both countries match. In addition, the dispatch of sector experts should be expanded to identify the development intentions of India’s state government, and to match Korean companies that have relevant technologies. In this process, these experts can play a leading role in arranging meetings between Indian government offcials and Korean institutions and companies.

The Korean government and related organisations’ support for companies operating in India is also needed. Government- wide cooperation is essential to discuss the demand for infrastructure cooperation between Korea and India. This is because infrastructure cooperation demand is often linked to industrial cooperation, and there are differences in the areas of authority of the two governments. Also, Relevant institutions or organisations need to systematically and continuously provide companies with information on India’s legal system, taxation, financing, etc. and train of local market experts. Korean companies are raising the need to establish local support centres, which is the idea that stress local networks that can help with possible administrative and legal issues.